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Mu0016 – performance management and appraisalsmumbahelp
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Mu0016 performance management and appraisalsmumbahelp
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Mu0016 performance management and appraisalsmumbahelp
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Case StudyPerformance Management at Network Solutions, Inc.
Presentation Prepared By : Sailendra Adhikari, Diwash Kasaju, Nischal Poudel and Shristy during HR Specialization at ACE Institute of Management
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Ways to improve employee performance
http://waysforemployeeperformance.blogspot.in/2017/06/ways-to-improve-employee-performance.html
Amit Sarode,
Digital Marketing Executive,
Talent Corner HR Services Pvt. Ltd.
About Talent Corner
Talent Corner H.R. Services is a professional human resources consultant providing innovative recruitments solutions to the corporate world. Incorporated in 2002, Talent Corner has now grown into one of India’s top HR Services Companies with Over 150 employees in Offices and located at 10 Locations across the country. We are currently serving over 900+ clients in diverse industries.
We are providing recruitment services in Bangalore, Chennai, Delhi, Hyderabad, Pune, Kolkata, Rajasthan, Gujarat, & Cochin. In a Dynamic Business World, Standardized Business Solutions don’t Often Work. Therefore we offer customized Recruitment's and Executive Search Solutions for Companies across industries. Visit our website to know more about us at: http://talentcorner.in
Apart from High Quality Recruitment Services, Our Industry Demands “Ownership” in Business. Thus in Order to Scale, we have Developed a Unique Recruitment Franchise Opportunity to harness your Entrepreneur Aspirations. To know more about our recruitment franchise opportunities, visit : http://talentcorner.in/franchise-at-talent-corner
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Performance Appraisal and Human Resource developmentGovinda Rokka
This presentation gives idea about the concept of performance appraisal and its techniques adopted in organization, staff grievances for effective human resource development
Mu0016 – performance management and appraisalsmumbahelp
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Mu0016 performance management and appraisalsmumbahelp
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Mu0016 performance management and appraisalsmumbahelp
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Case StudyPerformance Management at Network Solutions, Inc.
Presentation Prepared By : Sailendra Adhikari, Diwash Kasaju, Nischal Poudel and Shristy during HR Specialization at ACE Institute of Management
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Mu0016 performance management and appraisalsmumbahelp
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Ways to improve employee performance
http://waysforemployeeperformance.blogspot.in/2017/06/ways-to-improve-employee-performance.html
Amit Sarode,
Digital Marketing Executive,
Talent Corner HR Services Pvt. Ltd.
About Talent Corner
Talent Corner H.R. Services is a professional human resources consultant providing innovative recruitments solutions to the corporate world. Incorporated in 2002, Talent Corner has now grown into one of India’s top HR Services Companies with Over 150 employees in Offices and located at 10 Locations across the country. We are currently serving over 900+ clients in diverse industries.
We are providing recruitment services in Bangalore, Chennai, Delhi, Hyderabad, Pune, Kolkata, Rajasthan, Gujarat, & Cochin. In a Dynamic Business World, Standardized Business Solutions don’t Often Work. Therefore we offer customized Recruitment's and Executive Search Solutions for Companies across industries. Visit our website to know more about us at: http://talentcorner.in
Apart from High Quality Recruitment Services, Our Industry Demands “Ownership” in Business. Thus in Order to Scale, we have Developed a Unique Recruitment Franchise Opportunity to harness your Entrepreneur Aspirations. To know more about our recruitment franchise opportunities, visit : http://talentcorner.in/franchise-at-talent-corner
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
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Performance Appraisal and Human Resource developmentGovinda Rokka
This presentation gives idea about the concept of performance appraisal and its techniques adopted in organization, staff grievances for effective human resource development
Chapter 9Employee Development and Career Management MGT 484.docxmccormicknadine86
Chapter 9
Employee Development and Career Management
MGT 484
Recap:
What is Training & Development?
Training
An organization’s planned effort to facilitate employees’ learning of job-related competencies.
Focuses on the current, typically required, not formally tied to career progression
Development
Formal education, job experiences, relationships and assessments of personality and abilities that help employees prepare for the future.
Focuses on the future, typically voluntary, goal is for future career progression
Career Paths
Recently, changes such as downsizing and restructuring have become the norm, so the concept of a career has become more fluid than the traditional view.
Today’s employees are likely to have a protean career, one that frequently changes based on changes in the person’s interests, abilities, and values in the work environment.
3
Traditional Career
A career characterized by consistency with one organization and involves a series of promotions up the corporate ladder
Ex. Assistant Associate Full professor
Protean Career
A career that frequently changes based on changes in the person’s interests, abilities, and values and in the work environment
To remain marketable, employees must continually develop new skills
Aspects of Protean Career
Emphasizes psychological success rather than vertical success
Lifelong series of identity changes and continuous learning
Job security replaced by the goal of employability
Sources of development are work challenges and relationships, not necessarily training & retraining
The new career is not a pact with the organization; it is an agreement with oneself and one’s work
Focus on learning metaskills
Psychological success: Feeling of pride and accomplishment that comes from achieving life goals that are not limited to achievements at work
Metaskills: Learning how to learn (i.e., how to develop self-knowledge and adaptability)
Quick Think: Text 37607
An employee starts out as a sales person, becomes an account manager, is promoted to sales manager, and is now VP of Sales. Which type of career did this employee have?
11930 Protean
11931 Traditional
11933 Developmental
11934 Dead end
Development Planning
(Career Management) Systems
Systems to retain and motivate employees by identifying and helping to meet their development needs.
Self-Assessment: Use of information by employees to determine their career interests, values, aptitudes, and behavioral tendencies
Reality Check: Information employees receive about how the company evaluates their skills and knowledge and where they fit into the company’s plans
Goal Setting: Process of employees developing short- and long-term development objectives
Action Plan: A written strategy that employees use to determine how they will achieve their short- and long-term career goals
Steps and Responsibilities in the Development Planning Process1.
Self-Assessment2.
Reality Check3.
Goal Setting4.
Action Plann ...
Chapter 9Employee Development and Career Management MGT 484TawnaDelatorrejs
Chapter 9
Employee Development and Career Management
MGT 484
Recap:
What is Training & Development?
Training
An organization’s planned effort to facilitate employees’ learning of job-related competencies.
Focuses on the current, typically required, not formally tied to career progression
Development
Formal education, job experiences, relationships and assessments of personality and abilities that help employees prepare for the future.
Focuses on the future, typically voluntary, goal is for future career progression
Career Paths
Recently, changes such as downsizing and restructuring have become the norm, so the concept of a career has become more fluid than the traditional view.
Today’s employees are likely to have a protean career, one that frequently changes based on changes in the person’s interests, abilities, and values in the work environment.
3
Traditional Career
A career characterized by consistency with one organization and involves a series of promotions up the corporate ladder
Ex. Assistant Associate Full professor
Protean Career
A career that frequently changes based on changes in the person’s interests, abilities, and values and in the work environment
To remain marketable, employees must continually develop new skills
Aspects of Protean Career
Emphasizes psychological success rather than vertical success
Lifelong series of identity changes and continuous learning
Job security replaced by the goal of employability
Sources of development are work challenges and relationships, not necessarily training & retraining
The new career is not a pact with the organization; it is an agreement with oneself and one’s work
Focus on learning metaskills
Psychological success: Feeling of pride and accomplishment that comes from achieving life goals that are not limited to achievements at work
Metaskills: Learning how to learn (i.e., how to develop self-knowledge and adaptability)
Quick Think: Text 37607
An employee starts out as a sales person, becomes an account manager, is promoted to sales manager, and is now VP of Sales. Which type of career did this employee have?
11930 Protean
11931 Traditional
11933 Developmental
11934 Dead end
Development Planning
(Career Management) Systems
Systems to retain and motivate employees by identifying and helping to meet their development needs.
Self-Assessment: Use of information by employees to determine their career interests, values, aptitudes, and behavioral tendencies
Reality Check: Information employees receive about how the company evaluates their skills and knowledge and where they fit into the company’s plans
Goal Setting: Process of employees developing short- and long-term development objectives
Action Plan: A written strategy that employees use to determine how they will achieve their short- and long-term career goals
Steps and Responsibilities in the Development Planning Process1.
Self-Assessment2.
Reality Check3.
Goal Setting4.
Action Plann ...
In this file, you can ref useful information about performance appraisal best practices such as performance appraisal best practices methods, performance appraisal best practices tips
In this file, you can ref useful information about performance appraisal best practices such as performance appraisal best practices methods, performance appraisal best practices tips, performance appraisal best practices forms, performance appraisal best practices phrases … If you need more assistant for performance appraisal best practices, please leave your comment at the end of file.
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ASSIGNMENT
DRIVE FALL 2015
PROGRAM MBADS (SEM 4/SEM 6)MBAFLEX/ MBAN2 (SEM 4)
PGDHRMN (SEM 2)
SUBJECT CODE & NAME MU0016 – Performance Management and Appraisal
BK ID B1868
Credit and Max. Marks 4 credits; 60 marks
Note – Answer all questions. Kindly note that answers for 10 marks questions should be
approximately of 400 words. Each question is followed by evaluation scheme.
1. Discuss the aims of Performance Management
Answer : According to Lockett (1992), performance management aims at developing individuals
with the required commitment and competencies for working towards the shared meaningful
objectiveswithinanorganizational framework.Performance managementframeworksare designed
with the objective of improving both individual and organizational performance by identifying
performance requirements,providingregular feedback and assisting the employees in their career
development.
Performance managementaimsatbuildingahighperformance culture for both the individuals and
the teams so that they jointly take the responsibility of improving the business processes on a
continuousbasisandat the same time raise the competence barbyupgradingtheirownskillswithin
a leadershipframework.Itsfocusisonenablinggoal clarity for making people do the right things in
the right time. It may be said that the main
2. Discuss the steps in giving a constructive feedback.
Answer : Without a doubt, knowing how to give constructive feedback is one of the most valuable
skills you can have.
Step 1: State the constructive purpose of your feedback.
First,brieflystate yourpurpose byindicating what you'd like to cover and why it's important. If you
are initiatingfeedback,thisfocusgivesthe otherpersonaheadsupabouthow the conversation will
go. If the otherpersonhas requestedfeedback,afocusing statement will make sure that you direct
your feedback toward what the person needs. Remember to be clear and straight-to-the-point.
2. 3. Assume that you have joined as an HR in an organization. The first task assigned to you is to
conduct the Performance Appraisal Process. What according to you is its purpose? Describe the
entire Performance Appraisal process.
Answer : Answer : Performance Appraisals is the assessment of individual’s performance in a
systematicway.Itisa developmental tool usedforall rounddevelopment of the employee and the
organization. The performance is measured against such factors as job knowledge, quality and
quantity of output, initiative, leadership abilities, supervision, dependability, co-operation,
judgment, versatility and health. Assessment should be confined to past as well as potential
performance also. The second definition is more focused on behaviours as a part of assessment
because behaviours do affect job results.
Performance Appraisal process.
4. Explain the concept of 360-Degree feedback system. Discuss the purpose and components of a
360-degree appraisal method.
Answer : What is 360 Degree Feedback?
360 degree feedbackisamethodanda tool that provideseachemployeethe opportunitytoreceive
performance feedbackfromhisorher supervisor and four to eight peers, reporting staff members,
coworkersandcustomers.Most 360 degree feedbacktoolsare alsorespondedtoby each individual
in a self assessment.
360 degree feedback allows each individual to understand how his effectiveness as an employee,
coworker, or
5. Define the term ‘Ethics’. Discuss the key factors involved in ensuring Ethics in Performance
Management.
Answer : Answer : Ethics involved in Performance appraisals
Havingethicsas a manager doingperformance appraisalsisveryimportantformanyreasons.These
appraisalscanbe highlysubjective, which can impact the relationships between the managers and
the employee beingreviewed.There are manydifferent ways that a meeting can do from ethical to
unethical. Listed are some of the general appraisal characteristics and an understanding on how it
can be unethical:
Rewards, punishments and threats
6. Write short notes on the following:
3. a) Forced Distribution Method
Answer:Companiesturnto the forceddistributionmethodof assessingworkers' performance in an
attempt to prevent the "grade inflation" that often develops in employee job reviews. More
commonly known as forced ranking or stack ranking, forced distribution makes it impossible for
managersto simplyrate all of theirworkers as excellent, good or even average. It requires them to
specifically identify the best performers and, more important, the worst performers.
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